City Council Work Session — December 9, 2025

! Good evening everyone so we have a full evening ahead for what is this city council's final work session oresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresores want to acknowledge that. We will start with a community report from Housing Catalysts, and then we have three discussion items. The first is an update to the parking study engagement report and implementation plan. Next, we'll hear about Parks and Recreation 2050 tax update. And then we are going to conclude, we believe, appropriately with an end-of-term report, highlighting really some of the fantastic work that this council has accomplished. So So with that, we'll go ahead and get started. I'm going to turn it over to Jacob Castillo, our Chief Sustainability Officer, to introduce our guests.

Thank you, Kelly. Good evening, Mayor Pro Tem, members of council. I'm Jacob Castillo, Chief Sustainability Officer. And it is my pleasure to introduce two colleagues from Housing Catalyst. We're joined this evening by Julie Bruin, Chief Executive Officer, and Kristen Fritz, Chief Real Estate Officer for Housing Catalyst. And I'm just gonna let them jump into the slides are a key partner in our affordable housing development and excited to hear more of what they're gonna share on that topic

Okay, great. Thank you. Thank you very much I'm Julie Bruin as Jacob said we're gonna hit some high high highlights tonight and We've met with almost all of you fairly recently and we've also met with all the incoming council members

So we're happy to meet again as any of these topics are of interest So, Housing Catalyst is your housing authority, and we are building communities, vibrant, sustainable communities throughout northern Colorado, really focusing on those three items, triple bottom line, fiscal viability of your housing authority, achieving a social goal by providing affordable housing and services, and achieving environmental sustainability.

So Housing Catalyst as a housing authority is also a mission-driven real estate developer on the leading edge of affordable housing, forging public-private partnerships to build and preserve affordable homes in northern Colorado.

And we are the largest affordable property manager in the area with affordable properties

in Fort Collins and in Wellington. And as a public housing authority, we also manage the Wellington Housing Authority and the Larimer County Housing Authority through an intergovernmental agreement, which we've done for 25 years.

A housing authority is a quasi-governmental entity overseen by a board of commissioners.

We have our chair and vice chair with us here tonight. We have Lisette Mill, the chair of the board, and Ann Nelson, the vice chair, there with us.

and the board is appointed by city council and while we're not a government agency and we are

not a department of the city we're really fortunate to have such a close working relationship

in your packet and on the slide we have a little timeline for you housing authorities were creating in around 1937. The Housing Act of 1937 was passed, and the first two housing authorities in Colorado were Denver and Pueblo. Both cities had more than 40,000 population, and others folLod. Our housing authority wasn't formed until 1971. It was formed by a petition of the community and then executed by the council and one of the names might sound familiar on that incorporating document it was harry troxell a former city council member we set up non-profits over time developed different relationships as i mentioned with wellington larimer county and really developed our real estate capacity as a developer in 2010 started working on permanent

Supportive Housing in 2015, celebrated 50 years in 2021, and in 2022 we competed for a HUD designation

called Moving to Work, which allows us to operate with a lot of waivers to federal regulations, which create efficiencies, and we're very proud of that.

I'll share with you after tonight a little more information about the economic impact of housing catalyst on Fort Collins and our community. We had an economic impact study done recently and thank you all.

The city helped provide some funding for us to do that. And some of the return on the investment is significant. I think that one of the key pieces in the bottom part of that chart is for every dollar of city-administered funding, housing catalysts generated $47.75 for every $1 in direct housing catalyst spending, $67.13 in economic output, and $18.43 in additional worker earnings.

The time frame we used, the economist used, was 2018 to 2024 because we wanted to capture pre and post COVID.

And so you can see some of the numbers there about the total economic output, 5.10 million, excuse me, 510 million. 405 jobs supported annually. And so the impact is significant. And we'll share some more of that with you. And if you're really an economist, you can read the whole 65 pages.

Okay. Let's see. 2,100 residents live in our communities.

We own and operate 1,100 apartment homes across Fort Collins and Wellington.

And the portfolio includes one to four-bedroom apartments, townhomes, and duplexes, serving

families and individuals earning between 30 and 80 percent of area median income.

The rental assistance programs, the majority is housing choice voucher, which you might also know as the Section 8 program.

It's HUD money that's rental assistance that goes to landlords on behalf of the families we serve.

1,740 vouchers administered, a little over $20 million per year in housing assistance payments flow through Housing Catalyst to local landlords.

This particular program is something we're monitoring closely as the federal budget is on pause, the continuing resolution, and the House and Senate versions of the budget, none are good.

Even with flat funding, it doesn't account for inflation.

So again, we're doing advocacy and education as much as we can and preparing contingency plans.

As I mentioned, we started doing permanent supportive housing and have done two award-winning permanent supportive housing developments for people who had previously experienced homelessness and have one or more disabilities and multiple barriers to housing indefinitely in need of support services.

Those have been really, really successful, and we're very proud of them.

this is also one of the programs where we do receive federal funding and we're monitoring that closely

some concerns there but some of you have visited and if you haven't i'd love to take you for a tour

so i will let kristin fritz our chief real estate officer talk about some of the supply

side and the development side. Thank you, Julie. So over the past 18 months, Housing Catalyst has completed two projects that leveraged the repositioning of our public housing portfolio. So Plum Place was a former public housing building that was renovated into a healthy and sustainable community. We worked with Energy Outreach Colorado, the Partnership for Age-Friendly communities and the lifelong homes initiative to improve the building's efficiency and ensure that the residents of all ages could live more comfortably. I also think many of you have been to visit this beautifully renovated property and it was quite a successful transformation especially for the residents who have called Plum Place Home for quite a long time. And also our village on Impala leveraged a former public housing site and public housing sale proceeds to create a redeveloped community just south of Poudre High School. The new community includes 24 renovated duplex unix, 62 new apartments, netting 49 additional homes on the site's footprint. Again, we had a joyous village on Impala groundbreaking event this year and another property that we are very happy and proud to bring into our portfolio. We also have two new projects coming up quickly in our pipeline. So the village on Eastbrook just received federal and state tax credits that will allow us to break ground in spring of 2026. So this was actually one of the first projects to receive Prop 123 land bank award. And we're excited to start construction on these 73 new one and two bedroom affordable apartments that will also be serving 30% to 80% of area median income. And we are excited to continue partnering with the city on a new downtown development. Council may recall that the city and housing catalysts have been working on a redevelopment of the Remington parking lot for several years. That project has since been put on hold while the city evaluates other potential sites for a downtown affordable housing development. Our goal is to build more affordable units more quickly. And with a combination of city-owned land and investment of local funds, we're confident that we can deliver the housing our community needs on whichever site is ultimately selected.

And now we get to add the economic impact of our projects because we have this data, so you'll see that included on the slide.

in addition to our own developments housing catalyst strategically partners on other development projects to maximize housing resources for our region as you know these resources are

finite and highly competitive we carefully evaluate how our participation could strengthen a project without weakening our ability to further our core work nearly all of the affordable housing

developments built in Fort Collins have benefited directly from partnership with Housing Catalyst. We have provided tax abatement, housing vouchers, local and technical expertise,

and private activity bond issuance to ensure that more affordable homes are ultimately built

in Fort Collins. So partnership is a big part of what we do that helps to further our goal.

so so looking forward I have to tell you the past year has

been a lot as I'm sure it has been for council members as well we are preparing to navigate with more uncertainty but I'm very proud that my team participates in advocacy and legislative activities at the local state and national level, and we'll continue to do that. I think we have a strong voice in all areas. Widespread economic challenges are making it even harder to put together affordable housing developments,

and budgets are stretched thin at the local, state, and federal levels. While there's much we don't know, we do know that we'll need to maximize all resources and to continue to meet our mission, as we have done for quite some time. And we know that as a housing authority created by our community and by you, Council members, we are uniquely equipped to navigate these challenges. We can't do it alone. We will need the support of our city, our community, and all of us here if we're going to continue to make housing affordability a priority and a reality. We look forward to your questions. Well, thank you so much for being here tonight and the presentation. Do Council members have any questions or comments?

Julie? Yeah, thank you so much. It's good to see you guys again. I do have a question, and this may not be something you have readily available, but I'm curious how many, what like the turnover rate is for your properties and what kind of properties those that are leaving graduate into. Do you have that kind of data?

So a lot of our properties are not designed for people to transition out of, per se. I can take a look at that. I think they're really similar to private sector apartments. I do have that data for permanent supportive housing, which I'll get you.

Those numbers are staggeringly positive in terms of housing stability, not necessarily in terms of moving on to a different type of housing. Permanent supportive housing is really designed for people that need those strong supports and probably always will.

And if I remember correctly, in the permanent supportive housing, the numbers of people that have acquired jobs once moving in is also much higher than was thought. Isn't that correct?

There are some that move into jobs, into paying jobs, yeah. Okay, great. Thanks. Sorry I don't have those numbers. Those are great numbers, so we'll get that to you.

And I'll add a couple in terms of turnover. Generally speaking, affordable housing, especially tax credit housing, has Lor turnover rate than market. And when we have looked into market rate properties for potential acquisition, let's say, we find that their turnover rates are in fact.

Director of Community Director.oresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresores

Thank you. I should know this, but I don't. What's the source of revenue for your ongoing staffing and all of the things that make an operation work?

Yeah, there are several sources. There are administrative fees from administering the federal programs, developer fee income, and tenant rents. Frankly, that's one of the income sources. Tenant rents can cover the lights, utilities, insurance, and staffing for the properties. tenant rents combined with some of the voucher subsidy.

And just general numbers, it's not a quiz, but how many employees are there for Housing Catalyst?

Just under 100.

Really? Mm-hmm.

Wow.

Okay, thanks.

I think 98 today.

Yeah. Is that really, that's a lot, or really, that's not very many for how much work that you do. No, I wasn't assuming.

I just meant I didn't know the number was that high. Yeah, no. Thank you.

Yeah, Melanie. Thanks for the presentation and thanks for all that you guys do. I'm looking at the rental assistance program slide and then also just thinking about the various kinds of housing that you facilitate. Are you seeing a bigger gap in need versus available resources in any one sector than

the other or is it pretty evenly distributed? So our waiting lists for the Reynolds Assistance

Programs have been closed for many years. And we typically see some drop off and some turnover. We have, like I said, about 1,700 vouchers. We only see about five families drop off for becoming over income or various reasons a month. So we can only serve new families as those drop off. That's another reason that I'm really concerned about the federal budget remaining static.

Yeah. Okay. Thank you for sharing that.

I just had a few.

I mean, I should know this because I've been on housing catalysts for six years, but how many total properties and how many total units does housing catalysts have? Total units is 1,200. Total properties is maybe 19.

I was going to say 18 is 19. It seems like almost 100 employees. It seems like I can't believe how much you do. I think also just between all those properties that you all manage, plus administering the permit, the rent assistance. Thank you, the rent assistance. And then also all the work that you do with other housing providers in helping not only provide technical assistance, but then all of the work that goes into being a partner to administer the fee waivers and the funding. And it's just an extraordinary amount of work. So I just thank you for your partnership and what you have done to serve our city and continue to provide affordable housing I don't think that people maybe understand the federal impact that could happen with continuum of care and the shifts in that so maybe could you just talk I know there's still information coming in but the high level of what could happen to things like permanent supportive housing and all You know remaining stack stagnant is one with funding but these changes to the requirements for a continuum of care

Right. The Northern Colorado Continuum of Care is Larimer County and Weld County. And there are three permanent supportive housing developments funded through that funding, Redtail Ponds, Mason Place, and Star Rise in Greeley. The notice of funding that came out from HUD for this next year completely flip-flopped their priorities and basically eliminated permanent supportive housing as an eligible activity. There were several lawsuits filed across the country, a couple of major lawsuits. One included Colorado as one of the plaintiffs. The governor's office immediately went into action, and that notice of funding was pulled by HUD today, and they said they will be reworking it. So we're hoping that that priority shift will be removed. It's significant.

Thank you, and I'm glad it was pulled. I think, you know, losing to permanent supportive housing, which we wouldn't be able to operate without that funding, is my understanding, would be really difficult for our community with all the progress we've made on.

Well, and on the service side, it's impossible for the city, for instance, to fill that gap at $600,000 per year is what we're talking.

Yeah. Yeah. So thank you for the update, and we'll keep an eye on it.

May I also thank you as a commissioner of the board of Housing Catalyst, and you mentioned being on the board for six years. that position is an actual full voting member it's not a liaison position and so it's a lot of work and we appreciate all you've done it's gonna be really fun if somebody else comes on so it's a great board to be on it is any more

questions or comments yeah Susan so my question is you were talking about the partnerships and how important that is. And I, affordability, affordable housing is just so nebulous and tossed around and everybody's going to be able to solve the affordability problem.

But I'm wondering if a, if a developer came into Fort Collins, what would be the odds that they could do it alone without partnering with you?

well there has not been an affordable project developed in fort collins in the last 15 years

without housing catalyst using the low income housing tax credit program which is ultimately the only tool to get permanently data strict restricted low area median income permanently

affordable housing serving 80% AMI and below rental housing it has not no one has been able to make it feasible without the various tools that housing catalyst is able to provide so I think the odds are pretty low and I do think we since we have such a good relationship with the city when folks approach the city about being interested in pursuing affordable housing and adding new affordable housing to the community folks reach out to us pretty quickly as the city has learned that they will eventually need to anyway and so that has been really helpful for us to be able to strategically manage the pipeline and I think there's there's a couple reasons one it's really complicated and hard to do and as a one-off project no we don't know developers that have been able to just sort of say, oh, I'm just going to do this one project and keep doing my other main job. It's just really complicated. It needs to be kind of your core focus and to the resources and tools that Housing Catalyst is able to provide.

Yeah, if I may, I'd like that question because we've really tried to be a good partner with the other housing authorities in our county, the Loveland Housing Authority, Estes Park Housing authority. They also have deals that need to use some of the same resources. Care Housing, Volunteers of America, Mercy Housing, our nonprofit partners. So we try to look at that pipeline in five or seven years and work together to make sure we're not in competition for the low-income housing tax credits. That's really important. And the other thing that I think is really important is we're all doing this work here. We were created for this purpose. And all All of the developer fees that can be charged to the tax credits come right back into our next deal. Whereas a developer out of Michigan who does tax credit developments may come back and that developer fee goes back to Michigan. So I think that's a really important piece is those dollars are all staying in our community.

Thank you for that. That helps me. the other thing I was wondering is 302 Conifer different in any way from the from the normal thing that you've done like you know the ones on Remington and so forth absolutely

I'll have Kristen talk about some of the details but that was an out of state New England developer that came to us and said

we love Fort Collins we do tax credit deals in New England we want to do one here and we said here's the pipeline would you like to do it in seven years

and what other things could we help you do? And that's where Christian really started to work with the developer to think about what could happen.

Yeah, I think it's an exciting example of, so that project serves above 80% AMI, so it uses different financing tools than the low-income housing tax credit because tax credits are only eligible for units at 80% AMI and below. So their funding sources are different. and those types of project because they serve higher incomes and have a higher rental income can afford more debt and need less subsidy and so they and we offer tax exemption to the property prorated for the units that are at 80 percent ami and then for the units that because they're that project goes up to 120 percent of area median income and it uses a variety of tools, the middle income housing authority that has some benefits and also some what's known as mezzanine debt, some sort of low cost debt from the Colorado Housing and Finance Authority, as well as Prop 123 middle income. So just some different financing tools than the tax credit program. But we were able to partner both just being a local resource to them and also to provide some tax exemption for those 80% AMI units. And, you know, of course, the URA and a lot of folks came together to make that project happen because when you don't have tax credit equity, it does still take a lot of resources.

So do you think that we can do more of that? Because I love the fact that it was middle income. I think one of the first, at least, that we've done in Fort Collins and maybe in northern Colorado. It seemed like it was a very cutting-edge package that you put together.

I think so. I think we want to look carefully at how much subsidy actually went into it per unit at the end of the day. And then as a community, do we want to subsidize middle-income housing at

that level of subsidy? We should take a look at that. We should also take a look at how they do with their leasing. And as a partner, we'll be able to help them and monitor that. But Those 80% area median income units are very close to market.

So I can't say yes to your question. I think it's something we need to watch and see how it plays out.

There was one other thing I was going to ask. There was a, wasn't it, isn't there a provision in there maybe through Proposition 123 that the renters can build equity?

Let us check that. I'm not aware of that. but it could be my ignorance.

If that's the case, I love it,

because for people who are going to be lifelong renters,

I mean, that's such a gift.

So I wanted to comment. Thank you. I love the project. That's why I was hoping that you would share a bit. Thank you very much. Anyone else? Okay, C. Nunn, thank you so much for coming tonight. Thank you.

And with that, I think we'll move on to our second item.

All right, great. Thank you. Again, Julie and Kristen, thank you very much.

We will invite our parking services team to come up to the table,

and we give them just a minute to switch out their name tags if we can. that we give them just a minute to switch out their name tags if we can

All right. Some familiar faces here for our second conversation in the last six months, maybe.

I don't know exact time frame, but one of an ongoing series of conversations we've had about downtown parking. So I'm going to turn it over to Drew Brooks, our Deputy Director for Planning, Development, and Transportation, to introduce this item.

Good evening, Mayor and Council. When we were last with you in August, we left that work session with the intent of going out to have more engagement with our community partners, with downtown businesses. We had about nine different public meetings that were either boards and commissions or just open to the public or specific to downtown businesses. In addition to that, we probably had dozens and dozens of individual meetings, some with partners and community members that are in this room this evening. I was noting as I looked through my notes that I had lots of little drawings on the back of business cards and other scraps of paper. from many of those conversations. But we went out with the intent of having a discussion about presenting this is the plan, this is where we're going forward with on-street paid parking, and we were really seeking engagement on how best to implement that plan. What were the different aspects that we could get some buy-in, such as what would be the price for paid parking? what would be the hours of enforcement. And while we had many, I would say very meaningful, passionate conversations, very few of them, I would say, met that goal where we actually got kind of productive input around those pieces because there was very significant opposition. productive input around those pieces because there was very significant opposition in almost ! every one of those conversations around the strategy of moving to a paid on-street model. ! So what we're presenting to you tonight is some of the things that we learned as we had those conversations ! And then also looking at kind of a phased approach to how we might implement ! And how we might spend a little more time doing some engagement with some of the new information that we've acquired as we went through this process. So with that, we'll move to our first slide. So again, we'll do a quick review of the fundamental problem and goals, talk about that community feedback, talk about some of the evolving needs that we've discovered as we looked at supply and demand and a little bit of mapping, some of our immediate action items that we think we could do right away, and then looking at a recommended implementation timeline that would involve a little more time spent working on in some engagement and working with our community partners to see if we can come up with some good solutions. And then we'll give you our staff recommendation. So our main question for you tonight is, do you support a phased approach to this implementation for optimized downtown parking system? And I will turn it over to Eric.

So thank you, Mayor Potem, members of the council. Again, Eric Kessberg with Park and Services. Welcome back. So I just want to reground us with the problem statement which was identified going back to October of 2023 when we first asked the question of seeking an optimization plan for a downtown parking system.

And it still holds true today. So it's broken up into three bullet points and I'll just refresh us with what that problem statement is. So the current parking system model is not providing parking choices for the people that need to come down and shop, dine, visit.

The current model is incapable of addressing the demand distribution challenges and that frustrates our users because the reliance on enforcement and also the low-dollar paid parking in the parking structures less desirable. And then the current model is unable to fulfill its required goals to fund our maintenance priorities because we cannot achieve cost neutrality with our existing system.

From that, we identified the following goals.

One, support a vibrant and active downtown economy.

Two, customer-focused system that provides choice for all parkers and modes. And then three, a parking system that is financially sustainable and also aligned with our community goals.

So looking at our key strategies, and I won't read this slide for you, but I'll just kind of cover a couple pieces. is one we want to improve use of and access to our system really improve our biggest compliance challenges some clear wayfinding to help people navigate where and how long they want to park provide some more permit options we heard that from downtown staff and then ultimately expand our paid parking on street in our surface lots with a governance model we want to create over over the next several months. So just to refresh too, this was the recommended implementation plan for market consultants we presented August that work session August 12th and the pink area being the time or the paid parking area surrounded entirely in the green of the time regulated parking and then you see some expanded residential parking program areas as that parking impact would be managed for the impact to the neighborhoods following that that work session as drew mentioned we did a series of boards and commissions and community engagement we met with you know some some partners downtown we did some public pop-up events we met with the downtown business community and through that we learned some valuable lessons so some of the top things we heard and they'll just recap from the business engagement meeting the interest in that downtown employee permit options inclusion of a short grace period so that the package and food delivery can have options to to you know do their job preference for a phased implementation versus just flip the switch and have it go live day one without a phased approach and then almost overwhelming the four hour max limit of System so that people can't just park and stay all day in that that paid area But this would allow that parking space turnover which we did here that two hours may not be enough at four hours is Is pretty much the extent of what people want to visit downtown and then also the importance of preserving the unique character of downtown some public engagement we want incentivize that parking garage use that's goes back to that inverted model of having the parking structures be more cost economical than on-street and Better understanding of our broader goals and then also supporting that travel demand management

This seems like a very short slide for the amount of feedback we receive but this really goes down to a couple things The majority of our community members and small business owners oppose on-street paid parking and they argue it would deter

visitors hurt downtown business and then also discriminate against local owners they believe the proposal benefits city revenue at the expense of small

businesses they believe it will reduce sales and foot traffic and also lacks

transparency and trust in our process the other piece being too it'd be too

expensive to come downtown so people on a budget that need affordable or free parking near old town not necessarily the periphery of the downtown area and

paid parking would be a burden or discourage visitors to make downtown less accessible.

We did receive some positive feedback or supportive feedback as well, increasing availability of

on-street parking for those who need it. Parking services would be funded without any supplemental general fund dollars or tax dollars, so make us cost-inclusive to support our operation.

And not not lean on the people that don't come downtown so encourage a more sustainable modes of transportation and also again going back to those time restrictions Of two hours. It does not provide enough time from a vast majority of our of our feedback users

I Will add here that we are you know capturing kind of benefits and and what we heard in kind of a positive light

But we would be remiss and if we did not state that We probably if you look to just the emails that we received or the comments that we heard it was probably 10 to 1 That that were opposed to moving to that model

So looking at the evolving needs and demand and this has to do with some demand mapping Looking at garage occupancies green. That means there's lots of occupancy available on the street We recognize that our system is trained in that 80 85 percent and healthy level of occupancy And our service lots primarily around the Oak Remington lot, we find that more balanced. Daytime has a little more availability in the evening. It gets a little strained with some events downtown. And based on the initial mapping proposed and also some potential loss of inventory, we believe that the parking structures would not be able to manage the displaced parkers. The on the street would become more balanced. And also the service lots may potentially have some capacity issues as well. And that comes from oops So that comes from some west side of Fort Collins high demand pressures primarily around the city and county employees we have about 950 employees between us and the county that have either essential inside or their primary work location be on site and the parking garage the Civic Center parking garage has 900 available spaces and that's that is Not indicative that every employee would park there, but that's also just shows that the demand of that displaced employees

On the Northeast side we know what the

Development coming on willow the dirt or private lot next to ginger Baker

We can we guess around a hundred parking spaces depending on how they occupy it

But that private lot going away that might put additional strain on the firehouse alley parking structure

Which has about 215 public parking spaces?

And then also on the southeast side, which we learned through this engagement is the

coworking district has a number of locations and they estimate about 550 employees that

cycle through there on a daily basis.

That coupled with the potential loss of the Oklahoma-Emmington 160-ish spaces would put

potentially some strain on the Old Town parking structure, which has about 300 public parking spaces.

So all that in consideration so the bread boundary area here was the original recommendation from Walker consultants

Which would include about thirteen hundred twenty eight spaces in about 118 those shared

multi-space meters reducing that

Paid area to the shaded area. That's about 800 spaces

And we anticipate about 64 multi-space meters which would free up some of that demand strain On the periphery of that the paid area

This is an overlay of the original recommendation and then also with Parking Services doing

our analysis, of course, working with walker consultants to determine a better footprint to our immediate capacity needs.

We determined that this would serve any displaced parkers within our system. And that would also include no immediate changes to the green area, but really assess and analyze it as we disperse some parkers from the paid parking area and also just pausing the potential expanded RP3 or residential parking zones until future needs to determine any assessment of those areas. And then with the new updated map that reduced the footprint of the paid parking area,

we do believe that the increased garage occupancy, decreased on-street occupancy in the service slots would have a more balanced system across our new future state if we implement that

boundary area and the time parking around it. MR.

Before we moved on to next steps, we thought we would just pause here for a second

since we gave you kind of a lot of technical information and wanted to see if you had any

questions before we moved on to recommendations.

I also failed at the beginning to introduce Allison Redmond who is our consultant with Walker Consultants

Who I believe you met at the last the last work session

Any questions now

All right looks like you can proceed Oh sure Patricia just one simple one just to clarify so the

pink that was in the recommended paid area, that's now green.

So the area that's not going to be paid parking, that's in the pink.

It would remain existing as it is with the time regulation. So there's some block faces that have time regulations, some that don't. So we wouldn't touch that immediately. Okay, thanks. Yeah, Julie.

Just to have a number around it, what is the annual deficit to making downtown park or the money that we need to make it to get goal number three, which was used a lot of words to cost neutrality. But I would say to make it not a closed system, but to make it self-sustaining.

So to make, let's say, parking services an enterprise fund, if you will, that would pay for itself. It varies from year to year. It really is dependent right now on kind of the maintenance issues that we're experiencing in the parking structures. But it's probably, I mean, and that's only if we're just covering costs, if we're not doing anything that is planning for future growth. If we're trying to plan for, say, building a new parking structure or anything like that. But right now we're looking at it's probably between $600,000 to $1 million at minimum, but it can depend on the year and what we assess. So, for instance, everyone kind of is aware of in the Civic Center, we're replacing a stairwell that's about a $1.2 million project just to replace that stairwell. And then once we pulled it out, we discovered a bunch of maintenance behind there that we have to do. So it varies from year to year, and it's very important for us to build reserves so that when we uncover some of those things, we can do those. But right now, it's probably between $600 to $1 million on an annual basis that we end up going to the general fund for in past years. We've also gone to the general fund in the past for technology upgrades and things like that. Parking services for at least the last decade has not paid for itself in that way. It has come to the general fund through the BFO process for vehicle replacements or any of those type of things.

Okay. Thank you. That's helpful. And acknowledging that in 2013 it was recommended to start this process probably wouldn't have needed as much. Or are you saying to build out that fund so that you have enough reserves for those unexpected? Would it still be between half a million and a million a year?

So we are actually in the final stages of, with Walker, developing a pro forma that would actually give us those numbers very directly, and we'll have that before the end of the year, but I don't think I'd be able to give you an exact number today.

Okay, thank you.

Yeah, Melanie. Thank you. I have two questions. So one is on that slide 17 that has the map on it.

I'm hearing or I'm reading that the the green portion is slated to Eventually be a two-hour parking area or is it already?

It is a combination of untimed and also time-regulated But the the original proposal was to have it all be a time-regulated area And we're proposing is leaving it alone until we see what that parking sprawl effects. Okay

because I am a little bit directionally challenged is the link where in the Lincoln, where's the Lincoln center? Because. directionally challenged is the link where in the Lincoln where's the Lincoln Center because that was a particular property I had thought about with two hour limits !

potentially being impactful does this have a pointer is it in the hash marks or the green

it's kind of in the triangular part right

what's on it's it's closer to the canyon avenue the diagonal it's in the green and it's to the west of it is a existing rp3 program okay okay no not that far

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About there ish. Okay. I just I guess that's down the line I just wanted to flag it because when I was looking at that area with two-hour parking and that being one of our properties I could see that being something we want to consider. My other question was with regard to the co-working and the County Employees I'm hearing that's a lot of folks. I'm also hearing that those are not necessarily folks who are there nine to five with fixed hours

I know that we had a resident write in who works for the county who said there's a sizable proportion of those employees who are not working on site all the time. And it sounds like the co-working also there's maybe some flexibility. So are we making our decisions based on the assumption that every single one of those folks will be on site parking at the same time? Or are we building in some flexibility for the fact that some of those folks won't be on site?

Yeah, we're trying to build some flexibility, but we also know that based on the folks that are currently buying a permit in those structures, that if all of them were to buy a permit, we would be in trouble. We would definitely have some capacity issues. And so we think that probably we have some numbers that we've kind of, you know, I would say back of the envelope. But what we think as far as how many of those folks are actually just parking on street today in the untimed areas And so if we change those to timed or paid We suspect that a significant portion of those folks would then buy a permit And then we would have some capacity issues in those parking structures, but the exact number is

Undetermined, okay. I just want to make sure that we're not over Estimating the capacity that we need for those folks because I think it's the reality and probably moving forward that we are going to have folks who are working part-time from home. My other

question is with folks who are working in downtown businesses, is the trend that a lot of them are using parking passes or do we have folks who are for instance

arriving early, parking and street parking and then their car sits there all day? Do we know the trends for the employees? I'd say there's a significant

amount that are parking on streets in some of those untimed areas and then we know from past studies that we've done that probably 10 to 15 percent are parking in the two-hour parking and then going out and moving their vehicle every couple of hours so there's a pretty significant percentage from a study that we did in 2019 we haven't done one of those recently that it was in the 10 to 15 percent range that are kind of parking and moving their vehicle

it's incredibly inconvenient for the employee and the other we've got prime real estate that is having a car parked in a full day okay all right thank you I

had some Kelly did you have a question okay I'll go first so um I I think I

just need some help with you know one of the problem statement of providing parking choices so why is the green zone still two hours but we're gonna increase the paid to max of four I think is the recommendation so the recommendation

would be a four hour max to pay for parking but then the time regulated since it's free and then that turnover need is to be available that that's the recommended of the two hour and and also some other shorter term shorter duration timelines in the in the mix so I guess to me if we're providing parking

choices for people and I didn't want to pay for parking but now if I don't pay Then I only get two hours, but we're saying two hours is not long enough to experience downtown So I guess the philosophy of like having choices and people who want don't want to look for parking and want to pay They can but for those who don't want to and are willing to walk in It just seems to me that they should have more hours than two. It just I guess I just don't understand the logic I mean, I understand the turnover, but if we're saying people need more time than those people who don't want to pay should also

get more time I think we would hope that that the incentive then would be to park in the parking structure at an hourly rate where you could park for as many hours as you needed at that time right but it's still paid parking correct and

also out intermixed with or in the little bit further away in the periphery is untimed parking so there's some parking options it just takes a little

bit more distance to walk or travel I just think I'm gonna push more for that should be increased if that's what we're saying if we're saying everyone should have parking choices that are equal then those who don't want to pay for parking like otherwise then you have to park farther out and then you're like walking it's cutting into your two-hour I would just be curious why not increase it to three hour for like it just doesn't we're saying we want choices so it just doesn't resonate with me to have half the amount of time and

we'll take that into consideration as we as we review the system because we're

not in opposition to any any path it's part of your question sort of again when you think about the whole system together what are we trying to incentivize by two hours okay yeah I hear the question we can okay thank you

and then resident wrote in about you know they live in what would be the two hour part we're changing to two hour I guess I'm a little confused the darker pink that trisha asked about or is that just going to be no hour no park no pay i i should go back one

slide and just clarify so this is the existing downtown map so aside from the original mapping we wouldn't change anything that's already existing of the timed or the untimed parking around the paid area so what's existing now outside the shaded area would remain the same until we did What is it currently when you say remain the same? Well, there's there's a combination so typically around businesses or commercially do Two-hour and then around residential a little bit further away. There's untimed parking So it depends on business theater or that turnover need

Okay, so but we will have some moving into two-hour parking some areas. Excuse me some areas will become two-hour parking not with our

Not with our recommended implementation We would leave it be until we saw some parking sprawl And then we'd have to assess what that need would be as either time regulated or otherwise. Okay. Did I?

Yeah, I think some of this maybe as we go into talking about the phased implementation might get a little bit more clear.

A resident was just asking about if it's two hours, what are they going to do? So if that's not, okay. And then there was a comment about if we keep Remington lot, then we have the parking capacity that we need in the AIS. so I guess I got a little confused about is this about

Capacity or is this about meeting the problem statement? Is it both because I think last time we talked about this looking at overall capacity was not part of the scope of work So is it now part of the scope of work? I think it's becoming a part of the scope of work

Yeah, as we did did this exploration over the last few months. We really saw that we had a really significant problem with Being able to impart employees and where they are parking if we went to the original recommendation Which was to you know kind of push all of it out into either timed or paid So we we think we definitely have a capacity issue if we want to continue Kind of expanding what we're recommending

Okay, so under that then you're saying if we leave the remington lot in as parking then the we would have capacity for our system downtown

I think that's what the PIS.

That's a great question. I would say we have capacity in the current model. Correct. But if anything changes in that model, it's at a pretty fine edge, I guess I would say. So what we found though is that it was going to be very difficult to expand kind of the paid model outwards and the time to model without having additional capacity.

I don't know if that addresses my question about Remington Mott.

I guess the question, so if I understood your question correctly, was that we have enough capacity in the system if Remington lot remains. I would say that is true in that area of town. We probably have some bigger issues as we move north and to the River District. There's just different development pressures that are going to continue to create capacity issues for us.

So it says overall the current parking system overall is enough capacity as long as the Remington lot is online and remains a public lot So currently sure but aren't we talking about future of parking sure yeah and

In part so we recognize the inventory needs and if we lost the Remington lot in the 163 spaces We'd have to absorb that 163 users into our system depending on of course the capacity But then inventory needs of additional parking structures or garages Potentially be paid for by the system being self-sufficient So a few that's the media is is yes the capacity is there and then futuring We we know we need additional inventory or capacity

Okay, I guess I'm just having a hard time understanding why this is in here if I understand the current capacity but to me this reads that if we keep Remington I guess Do we not know the future needs of future parking needs of downtown?

We know that we're seeing as we see more development that is developing more vacant lots places where people are parking today Adding more capacity is going to be necessary going as far back as I think the Parking plan in 2013. It was identified that we needed to develop at least two additional parking structures, one in the River District and one, I think, to the north, if I remember that study correctly. But that has just, unfortunately, not been a priority over the last probably decade or so. And now we're starting to see kind of those pressures as we have infill development that's increasing demand, whether it's residential or otherwise, and then removing lots from the system is starting to create more and more pressure where we're going to need to figure that out. We don't have an exact recommendation today as far as what the capacity needs to be more direct.

And will we have a recommendation?

I think that is additional work we'll have to do that was not in the original scope of this project.

Okay.

Yeah, what I was going to just add is I think that what we're saying is in order to make these changes, the existing capacity, for oak and remington lot we believe is needed to do these changes but even the bigger changes that we're talking about expanded capacity for employers some of the things we have learned and then as downtown continues we believe to redevelop more and there become more pressures i don't think the existing capacity we're not seeing that the existing capacity is going to be enough and you know we're doing some again work on sort of relooking at downtown civic center and what that might look like and so we'll hear more about that in the future okay

I think that's helpful and then my final question is just did we do any look at the permit system and the lot the permits for the Lots and look at any of that and have any process improvements for that permit system so the current

permit system we do have recommendations made and also some some implementation that we want to roll out aside from any of this path going forward. So we were looking at some overlapping share permits, some discounted permits for the employees or downtown employee staff. So we're looking at some of that, but we haven't implemented a rule that anything yet.

Okay, because I don't think that was in the next steps, right?

It is mentioned in next steps, but just a line to note it.

Oh, okay, great. Okay, thank you. Kelly and then we'll go to Melanie.

Thank you. I love it when I can say this. I agree with Melanie, Julie, and Emily on the comments that they've made so far and I'll elaborate on those a little bit. But before I do that, because some things I'll say tonight might be interpreted as a little critical, but I think what you've delivered to us and continue to deliver with the changes tonight is we ask for you to look at all of this and you've done that. So thank you and it's complicated and it's a lot of work and it's not only complicated technically it's very complicated politically in the broad sense of the word so but melanie's comments that when you come forward with your final numbers i think you really do have to take into effect that people are on leave time they're working at home they're working at different times so we can't just get the gross numbers when we're calculating i'm not assuming you did but that issue was brought up that i think those numbers are going to need some refining to get a real number because they're not all going to be there at the same time. And even if they were, we're past the days of when we're designing mall parking lots for the busiest two weeks of the year. So this council and the next council, we're past that now. So we've got to make sure that we've got refined numbers on the parking. Then on Julie's thing, well, one, I'll get to this later, but I think we've got to slow our roll a little bit. And obviously with a new council coming in, it's not to anything political there. I just don't think it's going to be quite ready. And the next council will be able to get to make this decision in one way or another, but to not have the dollar figures to the end of the year or the beginning of next year. I think the dollar thing is very important because it's, as I'll get to later, my most critical comment, well, I'll just do it now. My most critical comment, I think it is about the money, and then it's also about capacity. So you have to have capacity numbers. You have to know what the money numbers is. And then you say, we may make, nothing's made me quite this crazy in the last few months in this room or in that room. We may have so much money that we can then contribute to the Christmas lights, the downtown fLors. ores.oresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresores to get to where we're dealing with our parking issues, parking capacity, parking fairness, not to get the porridge right, not too much, not too little. That one, you just lost me. I had to jump ahead. So back to Melanie, Julie, and Emily's. Also, Emily's comment about the three hours, I hadn't thought of that, resonated with me because if we're saying two hours is too little, but now you park a little further out and you're kind of in a way penalized or something because it's going to – I get the not four hours, but three hours is a more reasonable number to me there than the two hours. So I know we're not making decisions tonight. I'm just supporting on that. So on the dollar thing, I think we've got to have real good dollar figures because even if it's not technically turned into an enterprise fund, as people know, it's kind of like the golf fund. And people around the table know this, but people listening, where the money in equals the money out and that kind of a thing. And it's kind of a closed system. I don't know if we're going to that or not or if we should. But we kind of want to be kind of close to that. We need to know the real numbers. And then in a 10-second answer, because I know we've got a lot of work to do tonight, or a 20-second answer, how does replacing a stairway cost $1.1 million? I mean, a Pentagon came to mind.

I wish that I had someone from Ops Services to kind of talk through the exact pieces to that, but it was definitely a project that we expected to be far less than that, but then one that was put out to bid was significantly higher than we expected. We had hoped that it was just going to be minor repairs to that, but it was a full replacement was needed.

Okay, because when you do come up with your numbers, we can't consider the worst-case scenario, but you have to have your $600,000 minimum operating and then some kind of number,

$100,000, $200,000, $300,000 a year, building up. So when you have the medium kind of repairs and the major kind of repairs, even if it's not an enterprise fund, you want to be close because then you don't want to have to go to the city manager and then the council because we've got another $2 million item. If you need an extra $300,000, that's different versus a $2 million item. So you'll want to get some kind of thing. But I just think the money, there's a few starting places, capacity and money, and then the pieces fall together. So I think that the calendar is a little aggressive, and there's nothing political in that statement because the next council coming in has two years, and they will be making the decisions, but I think we want to get it right. And I'll have some things to say later. I just wanted to support Melanie and Julie and Emily in their comments because I agree with them. And the downtown employee thing, along with some business owners, and I have a great deal of sympathy to the business owners in downtown because downtowns are different,

but we really do need to somehow deal with employees. And I forget what it used to be called, the employee shuffle or something. There was a phrase for it for decades, downtown.

We've referred to it as a two-hour shuffle. Okay, that's it. Moving around every two hours.

That is a piece of the puzzle that somehow we need to work with those folks to do. And then I was wondering, in your peer communities, maybe we have definitions.

But it's interesting that you mentioned one in Colorado or two in Colorado,

but you didn't mention Longmont, Loveland, and I'm forgetting one other one I wanted to mention. And maybe it was Greeley. Do they have parking meters?

Maybe Allison could help us with that.

I wish I could answer. But I don't actually have the full list of peer communities that we have reviewed over the last six or eight months.

I think those are relevant, even if technically the answer is no. But I think that would be helpful for future councils to have that information. So thanks. And it's not easy on any level. So I appreciate it

Shall we move on to the rest of them or there I think Melanie

I had two questions that pertain to the first half so one of them and I actually had had the same question as Kelly with regard to what's the the right fee and it was interesting because I did a little research Partially at the urging of a resident and it sounds like a lot of cities where they implemented paid parking where they hadn't previously had it. One of the things that made it successful was having money to reinvest in the area where you implemented the downtown parking. So I thought that was interesting because the things you'd listed off are the kinds of things that I read other communities have really, that has helped smooth the transition

and make it a palatable change as you make the downtown better through reinvesting some of the parking money in that area. Is that accurate? I would say that's accurate. Okay. So that made

more sense to me because I also want to make sure that we're not just using this as a way to generate revenue I want it to be self-sustaining but I also understand those benefits my other question about the first half of the presentation was just it seems like you did consider capacity and usage with regard to the lot that's across from ginger and Baker I can't remember what the streets but is there a reason we don't consider other private parking Lots like why we consider that one and not others and I think we previously talked about are there opportunities for public-private

Partnerships for some of those those lots that do sit empty Most of the time based on my observations

Yeah, so the reason we considered the lot on Willow Street The development is because it's it's going away and we knew that that capacity strain north of Riverside in the River District is already tight on parking availability, and we know that we had to displace them somewhere within the system. And then to your point of the private partnerships of like the key bank, First National Bank, there's a liability issue of shared resources and who's going to manage and maintain that infrastructure between the private and public. So there's a little bit of a challenge

of that agreement. I definitely hear there's a challenge, and I get it. And I also hate the idea of surface parking lots sitting empty, especially during those peak times that we talk about. Are there cities that have successfully implemented agreements with private parking lots? I'm thinking of the one that Bohemian owns, the one that's on

Mountain, is that off the south of Mountain? And, you know, there are just so many surface parking lots where the business closes at six and then it sits open. Or I don't know.

And I can speak to that one kind of briefly. Yes. The answer in short is yes, we do see that at times and it is a really good effective tool. But again, one of the, I think probably the main obstacle to get over is that idea of then the private business does take on additional liability. And so that can be a hurdle, but it's something that is achievable and it's certainly a strategy that we can look at.

Yeah, I just would love to look at it and maybe our legal department could assist with, you know, how can we balance that liability to be able to use our downtown real estate more effectively. Because I don't want to put liability on people's backs and also I want to not continue to build additional parking or reinvent the wheel when we've got spaces available. So just something I would love to be considered.

Patricia. Thanks. I'm curious with the sterol that Kelly mentioned, am I remembering correctly that that was deferred maintenance that it became much more expensive because we didn't have the capacity to do that during COVID, I think it was?

Yeah, you are. Thank you. I was hoping to bring that up as well. This is actually a really good example of where we deferred maintenance. And so instead of a repair, we are now at a place where we have to do a full replacement. And that is much more expensive. So again, that's part of the challenge we're trying to fix is being able to have a consistently funded for asset management.

Thank you. And am I remembering for some reason $52,000 sticking in my head? Was that the original?

I think that's correct. When we looked at the, this was I think pre-pandemic? Yeah, 2019 when there was an assessment done, there was about a $55,000 repair that we thought would need to be done. COVID happened and then when we reassessed, that was now a full replacement. Yeah.

Yeah, and I really do think that speaks to how we need those reserves in place so that we can fix it when we see the need arise One other question that I had and maybe this is for Allison I don't know but the recommendation for the two hour rather than three I mean, I'm it could be really supportive of the three hour, but I'm just curious is that Will that put additional capacity strain if we don't have that turnover of every two hours? Is that why two hours was recommended? Yeah, and Eric, correct me if I'm wrong. I think that's actually shifted from the initial recommendations where I think there's flexibility there to have either unlimited, you know, if you move to a paid system and have an unlimited, so you would sort of create that turnover or you could look at something like a two hour system. We didn't look at three hours. I don't know how much of a difference that would make, so I can't really give you an answer on that.

Okay, thank you. Anyone else? All right, you can proceed.

All right, so talking about next steps, there's some immediate action items that Parking Services has identified and we're waiting for the results of the study before we talked about implementation. But these are some immediate things we could start rolling out in early 2026. The first one being improving our parking garage use and accessible access by installing parking access revenue control systems. That's to capture some of those user sessions in the parking garages, which we know there's some bleed of revenue. Updates our fines and fees. Our parking violation fine amounts have not been updated for several years. And what we'd recommend would not necessarily bring them up to industry standard, but to bring them up a little more current. Same with our parking garage permit pricing, not touching the hourly rates, but the permits specifically in the parking garages. and then also improve our compliance by expanding our operation to a six day a week 8 a.m. to 6 p.m. right now we're primarily Monday through Friday we do have some off-hour and weekend enforcement but if we schedule and have more days and of operation I think we'll improve some of compliance just by by opening operation a little bit

Before on-street implementation, we do want to engage in some additional engagement work, present and share the pro forma with our partners, and that report will be finalized and distributed

by end of 2025.

We also want to establish a partner workgroup to form a governance model, and we anticipate

that to be completed by spring of 2026.

And we'd really like to present some progress updates to Council in Q2 of 2026

So the recommended implementation timeline this is optimistic and based on if we got to go today But again going back to the additional engagement work, we would want at least a couple three months to perform that Appropriate funding and update existing ordinance. We just paid a couple months for that request for proposal and acquisition of installation of equipment that's the pay stations and also the access control systems and then work with our internal partners to update our downtown signage including Wi-Fi finding out of existing time-regulated areas and then again that staff scheduling to include Saturday service and then receive approval for that update fine and permit amount and then also mayor pro temp to that point of establishing that parking garage permit options is on this list and this is not linear this is this is just a timeline of rollout and implementation so best case scenario would be about 12 months if we did additional engagement we're looking at 12 to 15 months before we start the transition and again not to flip the switch and have the system go live but to transition into what that system the paid parking system would

look like so parking services recommendation this is a combination of The paid parking also some of those internal levers so implement the paid parking downtown In the shaded area that 800 stalls about 64 meters the time regulated parking areas no change

But we're hearing those review or research what that three-hour limit might look like and around the periphery of the the paid area The fee schedule on the street would be two dollars per hour with a max of four hours Service slots would be a dollar fifty per hour with no maximum timeline and then parking structure really leave leave alone as they currently are Hours of operation I did mention extended operation from 8 a.m. to 6 p.m. That's based on this existing signage we'd want to expand our operation even further Monday through Saturday 8 a.m. to 8 p.m. and then also the paid area would be that 10 a.m. to 8 p.m. and then also update the ordinance fines and then fees and then really look at installing that parking access revenue control systems to manage the parking structure session use.

And then to the revenue opportunities. So once parking services becomes financially sustainable, this would allow for consistent and ongoing maintenance in a timely manner to capture any issues before they become a replacement versus repair. Update our park guidance system and our parking structures, some customer-friendly technology upgrades, address some parking supply issues, and that's looking at building or potentially building parking garages, restripe and refresh the downtown area, look at some ADA updates for parking spaces and also the sidewalks, and then in an ideal world to be able to feed back into the system. And also the sidewalks and then in an ideal world to be able to feedback into the system ! Contribute to some of that the fun vibrant downtown stuff such as holiday lights open streets ! FLors and art and art and public places

So the metrics of successful implementation ! Customer experience ! So the users have clarity about the availability of different parking options What does on-street and off-street parking utilization look like after implementation?

implementation is the new on-street payment causing spillover in the neighborhoods or the time regulated areas and then our revenue generation covering our expense for

Operation but also for that asset maintenance and then our downtown business staying consistent and our sales tax maintaining and or increasing

So back to staff recommendation as soon as feasible We'd like to implement some of those immediate action items those internal levers we discussed

Spend additional time engaging with businesses the downtown employees and really

Share that pro forma and develop a governance model

Update our existing traffic code to support future planning of downtown parking management and then share progress with council in Q2 of 2026

And thank you, yeah, Kelly

thank you mayor pro tem

yeah so I was curious when does the water main work or the water line work start when does that begin and when does it finish going down college avenue I believe early 2027 is what I've heard the last I heard early 2027 quarter quarter one of 27 yeah okay later than i thought okay i wanted to get that and then my two cents on the governance model is that i think it should stay in the hands of elected representatives it doesn't

mean you can't put together somebody that's an ongoing feedback of the directly affected parties but it should be broad-based perhaps there's people that have different viewpoints than just downtown business owners which i think are very important but and and maybe do better than we've done in the past and more organized way of outreach but i like the um and i'm not going to be one so i think i'm being objective i like it in the hands of the elected representatives to make the final decisions i think somehow they can be not looking at their own interests quite as much but as the interests of the whole. And then I think we kind of all agree that it's kind of a hot mess financially and otherwise with the downtown parking and need some changes. But if I was around, I probably couldn't get there on the paid parking. I think it's, even though facts might say so and the data might say so, I don't think I could end up getting there. But I would recommend to the next council that perhaps that my opinion might have changed a little bit because of the timing of the water line line but not really because i was going to say don't start the construction if the council goes there on the paid parking until after the holiday season of 2026 which would be about exactly the same time as the water line i thought that was going to be in 2026 but things take longer and I can just see the construction and the paid parking going in right around the holiday season of 2026. And that's just not a really good idea because of the main two months of downtown retailers and what they need. So the timing matters. So I guess my caution is for those returning and those joining the council, if you proceed in this direction to take the time to do it right because a difference of 12 months or something isn't going to matter in the long run to get it right. That's my two cents.

Yeah, Melanie. Yes, thank you. And thank you for sharing those recommendations. um so with regard i'm trying to organize because i have way too many questions here but um is there a reason that we are hesitant to move towards the um industry standard for fees and penalties for parking violations because it sounds like we're quite behind maybe our peer

communities or yeah um if we were to look you know kind of i'll use parking permits as as an example um you know our parking permit our highest one is forty dollars a month and along the front range the average is around ninety dollars so we think that raising it to that immediately would be a pretty immediate shock to the system and so we would recommend um doing a gradual um over several years raised to the market rate.

And I think I support that because I think those are folks, you know, potentially some of those workers are folks who live in the area. But with regard to our fines for parking violations, are we moving better into line

with peer communities or are we still pretty affordable? I've heard that we have quite lenient fines for parking violations.

I would agree that our fines have not been updated for far too long and then bring those in just standard to it again The Drew's point would shock the system a little bit. So Alice may be able speak but I believe the industry standard for parking violations about forty three dollars So we're making a thirty five dollar or ten dollar increase Just to catch up a little bit but not again not not disrupt the system too much. What's typical?

for the front range

i'd have to look at that number up but i mean in general yes i think uh the city's is pretty far behind in those numbers um and one of our recommendations will be to kind of make some

adjustments gradually to those yeah i mean i i don't want to be like overly punitive but i guess if we're looking at things like turnover as a really good economic driver for downtown fort

Collins and I can pay $35 to leave my car all day. And that's something that's within my means. And then I don't have to worry about the app. I would probably just, to me, that's not a prohibitive

enough fee or fine. So just, I would like to look at that. I think we're good to phase in, um, the, the permit fees over time. Um, my other questions were for folks who do, this is on the flip side, folks who do have a hardship with regard to paying for parking. Are there communities that have implemented any sort of programs for them to have reduced or free parking?

I know we have, you know, our app for the grocery rebate and all of those kinds of policies. Could parking be one of those things as well?

Because I don't want to disincentivize Lor income residents from accessing Old Town.

yeah i think the answer again is yes we do see that communities do use that as a tool

to offset some of that potential inequality and equity i don't again have specific examples of

those communities in front of me but it's certainly something that we can look into

and a recommendation that that we will make is to kind of look at those some of those permit

programs yeah i would like to to look at that that would be wonderful and then

We had a resident who brought up, who's a business owner downtown, the idea of adding more 30-minute spaces.

I know I've brought up previously, if we move to on-street paid parking, maybe expanding the amount of spots we have for folks with disabilities. You guys did address the gig parking. Are are we looking at expanding some of those shorter term parking spots or? Having more handicapped accessible street parking spots along with this

Well in part of the paid parking we'd want to embed some sort of grace period and we don't know what that time frame look like but it meet that short-term parking need for Again, we mentioned personal and food delivery, but any user of a in that grace period and as far as the a da parking We are reviewing that as well and the good news part of this downtown water main project is that that That will result in some of the improvements of the ADA parking in the downtown area. So we want to use some of that funding Revenue gain from from the pay parking system to assist with some of that ADA parking. Okay, that makes sense

I just want to make sure that we I know that folks have brought up issues with mobility with asking folks more folks to be in the garage and it may not even be people who are identified with a disability or with a handicap parking spot but we do have some folks where mobility from the garage is an issue and so I do want to make sure that we're taking that into account so those are the things I wanted

to to ping great Julie thank you so my question about this portion with the changes and maybe you won't know this till you have the numbers but with the changes that you have proposed do you anticipate needing general fund dollars

in the next round of budget asks we will most likely need general fund dollars to implement so to actually purchase the the equipment the the parking meters and those upgrade designs all of that but we also predict that that would be more like a loan that we would pay back as we collected revenue. Okay. Great. Thank you.

Thank you for providing the metrics. I do, I don't have questions about any. I do think that you'd have to be very careful on the last one, sales of food and beverage tax maintaining. I mean, that is not completely reliant on parking as well as citywide. I think there's so many different things that could affect that i'm a little curious how you would plan to measure that

so i think i i think that was provided just sort of as an as an idea of how it could be monitored i don't know if there's a plan specifically and how to look at that

we if you remember our pre our past presentation um we we shared communities that had implemented paid parking and we looked at those peer cities to see how their revenues had changed and so we thought that that would probably be a good measure as well although we can't really attribute those to necessarily that changing the parking model had some sort of increase in it we don't want to we want to do no harm if that makes sense

okay and remind me because it was was it revenue neutral or owns in some some

locations there was actually an increase we obviously again are not trying to attribute that to the model but wanting to show that there was not a negative

impact. I was just gonna say I think that what we know to be true in some of those jurisdictions is they also were adding other investments to their downtown infrastructure so again I think it's hard to get really clear causal analysis or not trying to imply causal analysis I guess I'd say. So correlation

is not causation all that okay great um and then just and i asked this the last time you're here it's a little question about your engagement this next round um what indicates to you that it will result in a different different responses or a different outcome i mean i feel like you guys got beat up a lot and i want to acknowledge that and thank you for putting yourselves out there when ultimately I agree with Kelly this is a political decision so I encourage those that meet with our staff to email counsel please yeah yeah I would say we're

not confident that it's going to change change that but we want to be able to so one thing I want to be very clear about is that the reason that we do not have that pro forma in front of you today is that we asked our consultant to make changes throughout as far as what they proposed in the system. And so as we went out and talked to businesses, as we learned more about those capacity issues, and we changed that system, we had to take that back to them and ask them to redo the numbers to match what we had asked for. And so that's why we don't have that in front of you today. So our hope is that we can take that pro forma out with actual hard numbers of predictive numbers to show to our community members. I will say that in most of our conversations, folks did not disagree with the problem and did not disagree with you know kind of what the financial situation was they disagreed with the solution so we we may not see that we gain you know any any additional traction on the political front if that makes sense

thank you very much um yeah so to answer your question um i do support what you've put forward i think uh when i initially read the packet or saw that it was actually coming up on the six month calendar i was really hoping that that was something this council was going to do i feel like this council has tackled a lot of things that have been kicked down the road for in this case over a decade that should have been done a while ago and now we're facing the consequences of it um so my initial thoughts on the timeline was uh it should move faster but now that we've walked through it together here i feel appropriate i feel that it's appropriate I don't think there will ever be a good time. You know, there will always be something. We are always going to have to do maintenance in our streets. There were all sorts of unknowns that I can't, I don't even want to speculate about. So I am supportive moving forward as it is. I look forward to getting harder numbers, it sounds like, as you work through those. And I really appreciate all the work and all that you've done. So thanks. Trisha?

Yeah, thank you. I looked up what $2003 would be in today's dollars. So the $25 for fines would be $44. So I am supportive of what Melody

Monterey Park. Director of Public Works. Council Member the more gradual approach to the permits I can see that being an impact for a

lot of people but if you are going to you know go against parking regulations and you knowingly do it then I think there should be consequences for that paying $25 I don't think means a lot to that many people well you know to there there will be some people that will rather just take the fine so I think if

we made that a little more impactful, that would give it more meaning, the increase.

I was curious about the cadence that you'll come back to council to update them on the progress with this. I saw, I think Q2, 2026, but is there a regular cadence that you intend to come back with updates on how this is moving forward and when we should move to the next phase?

I think what we expected in Q2 would be kind of the result of our additional engagement and you know kind of doing a I guess you'd say a pulse check to see if we're ready to bring

forth ordinances for you to look at at that point then if we were given the go ahead or the green light to move ahead we would then definitely want to meet fairly regularly probably as we're going through implementation and then for a period of time afterwards we would probably want to be giving regular updates to council this is a pretty significant change and we want to make sure that we're giving you the opportunity to course correct if we think

that we need to yeah and that's one thing that Julie mentions a lot is with

small government that's the beauty you can come back and fix it if you it's not going the way you plan so I think those regular updates will be helpful I've also seen like Melanie done a little outside reading here other areas that have been successful have a parking benefits district have we considered that to keep all the the dollars that come in through this program to benefit this area

like like a specific downtown parking district i i did that wasn't one of the that wasn't one

of the main recommendations but again it's it's something that that some communities are looking

not. Okay. Kind of back to Kelly's initial question about downtown fLors, et cetera.

And then,

yeah, and last year I broke my ankle and I got to experience what it's like to try to find a handicap accessible parking space and it was challenging then. So I also think that there should be a little more consideration there and adding when we can the capacity for those ada accessible spots so thank you for all the great work and i too uh support moving this forward

yeah helenny i just come in waves um so i i also support the direction i'm looking forward to new things my biggest lingering question is just where will employees park and how so if you can answer that question i know that's on the docket um i did want to ask and i think this is you refreshing me on what we talked about last time but um dynamic pricing did we decide we did not want to go down that road because of the complexity and the predictability yeah we we feel like um our

recommendation is to keep it pretty simple in the beginning and and you know not again shock the system or make it overly complicated but dynamic pricing is certainly used in a lot of communities you know to kind of manage time of day and and different different peaks so it would definitely be something that we would keep on the on the table and that's where when we talked about like the idea of like a governance board that's something that we thought that you know having business owners involved in that pricing and changes that might be made from block face to block face could be really really helpful. Okay that's great so then we can

explore things like off-peak discounts and things down the line once once we

prove that this is whatever technology whatever technology we would purchase we

would have that option. Okay and then my very last question with the group I read that we're thinking of adding some technology to make sure that we are capturing more of the garage fees that we're missing out on with the app. I'm hoping that we are, however, going to be investing just as much, if not more, on the enforcement of the street parking, because that's really where we're wanting to change behaviors. And I think it's wonderful that we want to capture the money with the garage fees, but my understanding is we're trying to flip it to where that's the more affordable option and the more desirable option. And so are we going to have pretty robust investment in the enforcement of our new rules on street parking?

Yes, I think we've got a very successful team. Yeah, and we've already been kind of up exploring the options of what that would look like to kind of change that model to the six days a week later hours of service.

Okay, perfect. I just know that the street parking is more labor intensive versus getting like a license plate reader things so I just if we're gonna charge people I want to make sure that they have the behavioral support of our staff thank you guys so much yeah Kelly thank you I've got a few quick

ones and then a couple comments so I still think Melanie's idea the private parking lots is a piece of the puzzle I know I enjoy parking in them regularly really. There's just some there's some banks and some other ones that are just empty most of the time and I hear the liability things but we've overcome bigger challenges in the city's history than working out those kind of partnerships so I still think it's a piece of the puzzle. Number two I haven't had a fine in a while and yes no we do not get free parking on street downtown as council members and I've had my share of oops tickets and the next ticket but do we still do the oops ticket where you get it get out of jail

free card once every so many times yes only on time regulated parking so every

180 days that's what I mean on the two-hour part correct well that kind of needs to go away in my opinion because it's about it's it's about well some of us make mistakes more than others and and overstay our time and then the next one you have to pay for but i don't understand why why we do an oops we know it's two hour parking and my suggestion would be and again one council member doesn't direct but these are ideas then have a half a fine the first time and because you'll know why i'm heading here when you see my final comments well one i think the days of whoops are over. I overstayed. I should have to pay something. And then the next one be the whole fine. I'd like you to consider that. And then on the ADA thing, I'm not quite sure what the direction was because I see the number of ADA plates and I'm 75 years old and in town. And we're not saying that those are going to be non-metered, are we? Because that's making assumptions that are so far from the truth about income and wealth and plus it I don't refer to anyone here including staff or council but I would find that offensive actually that we make assumptions that someone's disabled so therefore they're low income so we're still going to meter

ADA spots are we not we yes and we are exploring some options for payment or timeline understanding to your point that we want to make sure we serve that community appropriately maybe additional time to to get their needs accomplished but also a reduced rate potentially reduced rate on the kiosk itself so we're exploring some options nothing's been finalized though

yeah if i was around which i won't be i'd proceed carefully there because it's assumptions that simply aren't accurate it's also assuming that older people have less income but they don't have less wealth statistically by any measure so um it's just something to be very careful about that we make assumptions there i want to serve the disabled community or those that need it as well but we should make assumptions economically i think those are are dangerous and then um in a perfect world i'd want us to do better we'd come up with solutions public-private partnerships for employee parking. We'd raise fines to where they should be. We'd raise the charges at lots of where they should be and delay the parking meters. That's where I would be, and I understand those that don't want to do that, but I'm just saying that's what I want to do because until we see how we deal with the employee parking and the shuffling, the employee shuffling, and then how much we're going to get from raising fines and how much we're going to get for charging appropriately, recovering more money for parking garages but not changing more, charging more, but recovering what we should be, and the surface lot income that are way too low. Because to me it is about kind of the money, and to proceed to the other I think is just I'd like to see these other things done. But so it's moving in that direction. So when can all of the community expect to see, because the timeline wasn't on one of those little charts, when do you think the public will see construction beginning on the parking meters, whatever we now call them?

So we'll bring that decision back to the council in quarter two after we've done this additional work. And so you would expect if so, you don't have a guess right now.

So if they voted on on on street paid parking in quarter two, it would be one year from that time that we would then have everything built out.

So anticipating it coming to the council in and for a vote in quarter two order to and then construction would begin or be completed about 12 months later. That's right. So quarter two. Which one, begun or completed?

We would be turning the system on basically. About a year after that. Yeah, that's right.

So quarter two of 27. So June of 27, something like that. Probably April, yeah. Optimistically, yes. April of 27. I just want people to have an idea of what.

Correct. Very complicated. I appreciate council's discussion and the way we approached all this and the questions and staff and all that. it's it's one of the harder puzzles to solve that we have to solve up here so

thanks to everybody um I just had a couple questions of Susan do you want to go okay um if I was reading the implementation timeline correctly it does look like we're doing the violation find and permit fee amount last is that

correct no we would actually apologies if that was out of order but we would

actually assumed it's in chronological order steps one one through five yeah

That's probably just a misnomer on our part, but we would actually suggest that the fine changes The permit increases and the technology that we would add to the to the parking structures

We would do immediately. Okay. I'm in support of that. I'm in support of going for the fines up to the $40 kind of higher amount to catch up with industry standard and then in a follow-up I would like to see kind of your idea of the permit fee increases and then how that's are we taking three years together are we taking ten years to get there like what is the plan so I'd like to see that but I am supportive of doing that and doing it quickly I like that we're gonna have another check-in in in quarter two because I just I just want to echo my support for the pro forma which I know you're working on the additional work on the private lots and seeing if we can make some progress and then additional work on the permitting parking and the employee parking and what what are we going to do moving to if we move to paid having more of a plan around that so um i would like to see those things and then probably a timeline as well as as kelly was talking about so i think that would be great to have for quarter two to consider moving forward and then with the new technology in the parking lot does that mean or in the parking garage does that mean we don't we want to use the app anymore

no we would still use the app what we're hoping is that we'll have an opportunity for something that's more in the issue would say the e470 type model of like you would develop you'd basically develop an account in your wallet in the app you could drive in drive out and be be billed in that way that's that's a newer technology so we're we we may experiment with that in at least one garage and maybe do a gated system in some of the other structures until we kind of work out the the bugs on that type of system, but that's our hope is that it'll be based on your license plate with license plate recognition type cameras and not on some other folder system.

So would you have to have an app to then access the garage? No, no, that would just be one option.

So you'd still have pay stations, you'd still have the opportunity to pay in those ways, but this would give some other flexibility. But also it would basically prevent you from parking and not paying. You would either get a citation or we'd bill you for the session.

Okay, great. I do like the oops ticket, which is what I call it. It's kind of like a hometown-y thing. I don't know. I just like it. You know, it happens. And then I wonder if bringing the ADA question to the Disability Advisory Board might be a good idea. Oh, did you ask them about the payment around handicap, the ADA parking spots?

Yes. So we met with the Disability Advisory Board on November 17th and to Drew's earlier point some of the conversation And to Dru's earlier point some of the conversation got stalled of the conversation of paid parking That we mentioned of the extended time and also the reduced rate ! That we've written !

That's I know that you know if you have trouble with mobility going to the parking thing and then if you have the back it just kind of sometimes creates difficulty so I don't know if it's just about money or income but I do think it's about sometimes mobility issues and oresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresores But I do think it's about sometimes mobility issues. And then I think I realizing all of my questions were mainly around capacity and how we're moving after after this to talking more about capacity. Because there's concerns about Remington lot. We have another parking garage in our Civic Center master plan. And so I think that this is one part of capacity. But is there a plan to look at overall downtown parking capacity? And what does that timeline look like?

That's absolutely on our plates, but I do not have a timeline for you as far as how quickly we'll implement that. Some of that is funding dependent. We'll have to kind of figure out where we'll fund that study, but we absolutely need to do that. We think that's essential.

Do you think that you would have more of an idea when you come back in quarter two? We can try. We can try to see if we can have more for you then.

Yeah, what I'd like to do is talk about because again I think we have some other work coming on for the downtown area for quarter two and I want to make sure that we give you a Full commitment that is we can honor so let us talk about that and what it would take to do that

I just never knew parking would be so complicated. I mean, that's why we have people do it. So thank you for all your work on this and We'll see you back soon Susan did you have just

kind of a quick question um you started out by saying that when you asked the community they were pretty dead set against having the paid parking and yet did you say that in quarter two then it could be up for a vote of council if council were to not approve paid parking do we have a backup plan is that i mean how will we sustain ourselves yeah i mean

the struggle is that without this particular piece of the puzzle, it makes it pretty difficult to manage the system just because when we're trying to incentivize, say, use of the parking structure, incentivize different uses, if you've got one area of the system that is free and it's the most prime position, if you will, it makes it pretty difficult. So we think that some of the things that we're suggesting doing immediately will certainly help with the revenue stream, but they may not help us with our other goals, right? You know, if you're raising your pricing, permit pricing and parking structures, you may be actually making more folks want to go to the street. And so there's that balance. You know, we have that complicated slide with the colored circles that we were trying to, you know, kind of indicate keeping a balance. We were using yellow as our balance color, but keeping that balance is difficult if we can't manage one part of the system effectively. So that will be a challenge going forward if that council says no.

Tricia? I just had a couple other things. I was in Old Town Arvada on Sunday and had to pay at a parking kiosk.

I love that you want to keep them simple, but I would also say make sure you can see them in the sun.

I was having the hardest time actually seeing the screen.

And then I think the oops ticket's pretty cute, but maybe once a year instead of twice a year. It just seems, what's that?

It's every 180 days, you said? Correct. Okay. Once a year.

That's good to know.

yeah also agreeing as someone who got one like a month ago but thank you so

much for all this great working keeping coming back and refining it it's nice to

see this moving forward thank you all right anyone else okay thank you so much you have what you need I think we do thank you okay great thank you we will take a 10-minute break and come back at 8 o'clock

All right. Welcome back, everyone. And we are ready for our third item.

All right. Wonderful. We are going to be talking about the 2050 tax, and I am going to turn it over to Dean Klinger, our community services director, to introduce this item. Dean?

Yeah. Thanks, Kelly. We're happy to be here to give an update on this item. And I'll introduce the rest of the team here. Leanne Williams, you all know, the community services deputy director. And then I'm actually really excited to introduce Dave Hansen, which many of you probably don't know, who's stepping up to fill in for Jill, who can't be here tonight. And Dave did just tell me today is his one-year anniversary at the city, so his presence is to be presenting in front of all of you. What a great – how we honor our anniversaries around here. Yeah, so we'll dive right in. Really basic question for you all. are you tracking and do you have feedback around this update? I'll just remind council or those in the community that are following along we were here doing a kind of overview of the 2050 tax for parks and recreation in February and the outcome of that work session was positive and also a request for more information particularly around how we're thinking about more comprehensive updates to our parks and which parks might be included in that so this team has been hard at work since then to come up with criteria and strategy for how to do that. And that's what we've got ready to go through. So yeah, let's see. I don't need to spend too much time here, but we always do just try to ground this conversation in the ballot. So by now, I think everyone is very familiar with the 2050 tax, half for parks and recreation, and then two other entities that benefit from the tax as well. And the ballot language is always our North Star, so that's where we start. And then again, I won't spend a lot of time here. We have been updating this thinking around how we manage long-term capital investments like the Southeast Community Center with the sort of bulk of the funding for asset management and this park update. So we've had some conversations with this council around how to calculate the total amount of So we've got some updated thinking here, but really not a lot to go through except for that you'll see a lot sort of bringing this back into the current dollars, this number that the 80% is equivalent to. And again, we've been talking quite a bit about the 20% with the Southeast Community Center. So we're back to talk about the 80% tonight. So, yeah, with that, I'll hand it over to Leanne.

All right. Good evening. So we want to give a quick level setting before I give it over to David to kind of deep dive into what we're planning to talk about tonight.

We really think about the 80% in three different buckets.

Bucket one, park preventative maintenance. I equate it to weatherproofing a deck at your house, changing the oil in your car.

It's really doing all the things you need to be doing to keep your assets in top condition and really keeping their useful life at the max, right? And then the second bucket is something we've really talked about a lot during just as we've been talking about the 2050 taxes, we took it to the voters.

But tonight, really, where we're going to lean in quite a bit is in the park updates. and David, Jill, and team,

they have been doing a ton of work in this space based upon the feedback we received in February

to really come with clear criteria and strategy in terms of speaking into our 10-year capital plan and then that would speak into our annual budget.

And just to know that these three buckets, they fluctuate a lot in terms of just the amounts.

Those are ranges that can be in, but you'll see kind of as we get later in the presentation

How we start planning a project and get into it how these buckets change quite a bit But the the first two buckets we have been doing

The 2050 tax really enhanced that work and moved it more forward for us and park updates is really What we're gonna dig into tonight with y'all

Great, thank you Since February our team's been working on a criteria plan that's looking at

prioritization of parks and with that taking a deeper dive in terms of

the larger look at how do we consider a comprehensive

update to be

engaged with a park specifically out of the entire list

of our inventory. One might ask why are we not just updating our oldest parks?

And so considering that we've started to build this criteria plan. In looking at the yellow box there, which is our evaluation criteria that's in our recreate master plan, we may have parks that aren't our oldest, but they're also hitting some of these other evaluation criteria marks which are problematic. So that's why we can't just initially go right to our oldest parks as those that need that comprehensive update. The criteria tool itself is looking at two buckets, external park conditions and internal park conditions. Internally, we're looking at our infrastructure replacement program data in terms of average assets, and then also looking at into our archives of what do we have in terms of site master plans that are relevant to the parks themselves. Externally, we're looking at population density, these contextual neighborhood pressures on our parks. With that density, where are most people more likely to use or need a park? We looked at our URA and proximity to that. So that might indicate areas of aging infrastructure and where city resources have not been invested over time, which suggests an opportunity for reinvestment. And then our third one is the EnviroScreen, which is developed by the Colorado Department of Health and Environment. And this indicates where access to high-quality parks could have greater impact on improving health equity and community needs.

So the tool itself takes those two criteria, adds those together.

As a starting point, with our total list of inventory of parks,

We've removed those that have been built in the last 10 years.

So that piece is immediately pulled out of the evaluation criteria.

And so running the data through our GIS, our tool, it's developed these different boxes that you see on the screen.

The yellow box, candidate parks for update are those that scored the Lost and had the greatest need.

The middle box itself then is our medium priority for parks.

And this is where we would be looking at strategic approach in terms of asset replacement

that's identified in the infrastructure replacement program plan itself specifically.

And then thirdly, again, the box of our parks that have been built in the last 10 years,

the approach there would be more of that preventative maintenance program that would be brought forward to maintain those parks.

Right, real quick on this slide is just an update. In this last budget cycle, we did appropriate funding for that recreation asset management plan to really get ourselves aligned with parks. They were doing a lot more work ahead of recreation on this.

So we're taking some of the internal plans that already exist within operations services and our ADA plan and then updating our recreation management.

We'll be merging all those into one plan and then aligning that with the parks plan and then getting that 10-year capital improvement plan that will inform our two-year budget cycles.

But we expect this to really be completed first quarter of 2026.

and then this slide is just a highlight as in the ais it was really lined out a lot of different

projects weren't have been done even though we didn't have all the criteria done for some of

these big park updates the community was really seeing a lot of work and we the staff accomplished

a lot since this tax has been passed and so these are just a snapshot of of those some of these

projects. 2050 fully funded in many cases was like they might have been an extra funding piece

to complete some of these projects. But really proud of the work staff has done since that tax has been passed to really show the community and thank them and make progress towards different, really those first and second bucket that we talked about tonight.

So what are we currently working on, what have been working on over the last year? As we onboarded 2050 and brought it online, there was budget approval for Roland Moore Park and Landings Park. So each of those have had a substantial amount of community engagement and have been advancing design work for both of those parks over the last year. In October, we started preliminary outreach on Softgold Park as part of a larger North College outreach with other city projects. SO AS WE ENTER INTO 2026 WE'RE SEEING THAT AS OUR MOST CURRENT PROJECT TO ADVANCE AND CONTINUE

THAT PUBLIC ENGAGEMENT ASPECT WITH THAT PARK. SO THERE'S A LOT ON THIS SLIDE BUT WE SORT OF WORKED TO PUT IT ALL TOGETHER FOR YOU ALL SO THIS IS KIND OF YOU KNOW THIS THIRD ROW DOWN IS THE PARK UPDATE WHERE DAVID'S BEEN WALKING THROUGH THIS NEWER CRITERIA BUT IN TERMS OF WHAT WE'RE managing with the whole 2050 tax we put it together here so that top row planning the we're managing with the whole 2050 tax we put it together here so that top row planning the design ! The thinking ahead getting the projects ready for construction is ongoing work you see the ! quarter cent capital capital tax on there too where some of these projects may support each other ! And they're on that same work plan. ! And then the preventative maintenance that you heard Leanne talking about and the annual replacement project project ! So this is when David was talking about the middle category of parks where you may not see ! comprehensive updates oresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresoresores irrigation system or the playground or something smaller is updated. And then being as really working to get as much specifics as we can around what the work plan looks like for these park updates. You see the projects David talked about rolling more landings and soft gold on there. And then I think it's just good to acknowledge that as we go further out, this is kind of a five-year look at this point in time. Our plan would be to every two years, you kind of fill in the projects you've done, you re-update the criteria, and these projects may change a little bit, but we did want to give the full look for what we have now. And then the last row here is the recreation piece, where, of course, the Southeast Community Center, the design is underway. We've got a project, a really important project at Epic to replace the chillers, incredible efficiency and Loring operating costs, as well as better ice coming out of that project and then i will just really note we put mulberry pool on here to acknowledge that's the other big recreation project that we're talking about i would not get very attached to this date is kind of the way i would state this i think this is the earliest possible that we could be talking about it but we did want to get it on this on this schedule just to make sure we're connecting back to that one so with that we'll just bring it back to you all for any questions you have and we're happy to go back and go in any more detail necessary great thank you does council

have any questions or comments julie um thank you i actually uh just have comments and then just a question that's going to be super in the weeds so thank you um thank you for all the work i do you know on first glance the way that you're doing prior to prioritizing looks super complex but i appreciate the outcomes it seems like it's getting at what you want it to um also just wanted to also express appreciation to you guys for the work the parks and rec board i know that they had some good feedback here too um and then my question is um so rogers park the one i call it

the little park that could that is um at the corner of la may and swallow and it house has the original milk house, I believe from Nelson farm, some lovely trees, some lawn and a park bench. I would think it needs no updating. It just, you know, I don't, people don't really use it, but what, what is it? It's on the medium priority. I think you guys call it a pocket park. Sorry.

Like what would happen there? Yeah. So, um, I can start with this one. David can fill in if he's got more information. We just had a little conversation around that park. So, you know, the age and conditions of the assets in those parks is driving some of these things. So that's my understanding is that's a historic, some of the buildings are historic there, they may need some updating. And then these are things like the irrigation system or ADA standards. I think, though, that question is a really good opportunity to just say these projects are not all the same size. So even if we're talking about a comprehensive update to a park, that's a lot different project if we're talking about City Park or Lee Martinez than in Little Rogers Park. So even though it's on this list as a high priority, it doesn't mean it's probably a big investment. Anything you would add there?

No, I would just say that one involves some analysis that's been done by Operation Services on the actual structure as well, and so a lot of that then rolls back into the park's budget

in terms of how we would entertain improvements there. Thank you.

Anyone? Tricia?

Yeah, just a couple comments. I really love the criteria and the way you built that out, that it looks really complex, but it gets down to be pretty simple in the end. Radiant Park, I know it's on the 10-year list that, you know, it's been built in the last 10 years. Not asking for it to be updated, but I'm looking at it as a lesson. I walk by that park almost every single day, and I never see anybody using the playground there. It's really geared to toddlers. And our neighborhood has really aged in 10 years, and there are no toddlers in the surrounding area. So I think my ask is just to really be cognizant of what's going to stand the test of time. And so that these, you know, we have limited money. It's going to run out in 2050. And just making these parks last longer where we can. I just think a toddler park there, you know, the zip line's been amazing. I see kids on that all the time. But this toddler-focused park is just not a draw, especially as the demographics change in the surrounding neighborhoods. Which is just something to keep in mind as you move forward on the updates. Thanks.

Melanie? I'll be super quick because I wore myself out with questions about parking. But I just wanted to thank you for the work, and I also just wanted to thank the voters. I imagine that you guys are really grateful, and I know I'm really grateful that you have the funds to do these awesome projects. And just looking at what's upcoming, it's really going to enrich our city. So thanks to the voters. Thanks to you guys for being good stewards of these tax dollars and looking forward to seeing the progress

Yeah, go ahead, Jo. Okay, so I'm sorry. I'm at Spencer Park. You guys knew exactly what I meant

But yeah, Spencer Park, not Rogers Park. Rogers Park is also a little park that could. Okay, well, and I noticed Spencer Park is on the

Higher priority, so

Okay, thank you. Kelly, go ahead

thank you and yes i did read it but i might have missed it you didn't do any kind of point system

or how did or did you yeah i'll start this one and david you could fill in too but yeah it is

based on uh numerical um objective criteria we just didn't bring forward these actual scores

it was just a form of because i didn't see it in here so you did do that i was hoping that that's They are all ranked that way. Because you don't really know the outcome then until, because there's different people putting it in data, and then you don't know the outcome until you add it up. Otherwise, it's just kind of predetermined. So there's a number system. There is. Okay, that's good. And then I just hope Mike Calhoun's watching.

Susan? Yeah, with regard to Adora Park, which is so huge, um what what's the focus on i mean because it's got tennis courts it's good you know for the what they call that the the skate thing trees frisbee you name it where do you start and and a playground

yeah again i'll just start i think david probably can fill in more details but yeah uh so edora is one of those ones that is kind of like a middle-aged park so it's not some of the olders or the ones that got triggered by other criteria and so we would have a more asset based approach there. So what are the particular pieces of that park that are end of life or need to be updated? And that's what you could expect more at Edora Park. And again, Dave, I'd just ask if you have

anything. Yeah, I would say given the size of that park as well, it's one where we would ultimately have to phase any approach that we might approach to that. Additionally, interestingly enough, given its age, it actually doesn't have a master plan or a developed site plan. So it's been one that's been put together in pieces and parts. And so, yes, it definitely is one that we're, as Dean said, would be approaching it from an asset-based standpoint over a phased approach.

So I do have a question about the ball fields. Is that, I guess that's under our purview also, right? But it's a lot of maintenance, you know, just saying. There's a lot just there alone. So, yeah, it's huge. You know, we live one block from it and thoroughly enjoy it. But just where do you begin? So thank you for your help. I just had a couple questions.

Well, I did really like the way that the criteria, it was really in depth, but it was also intuitive to me.

So I appreciate that.

I'm curious, and maybe it's just based on the numerical value, but how do you rank within the category?

sorry yeah so um you may notice if you're reading closely they're just listed alphabetically and i think we were intentional around that so i i would just explain this this way of like you know we may have a score that goes out to a decimal place and they could be ranked one through 15 or one through 25 i think um the scoring ends up being subjective enough that the most practical way to think about this probably is what parks are high priority and ready for investment And that's the last little piece where David was explaining readiness. So that helps us just react to partner projects, leveraging opportunities, changing in conditions, right? So, yes, deep in our report somewhere, we've got them, you know, ranked 1 through 15. I think that probably implies a little bit higher level of detail than is actually.

But that's not necessarily how we might sequence, like the Lost category, we might not sequence the update just based on numerical.

Right.

Okay. That's right. Then in that case, I'm going to put a plug in moving soft gold up in the timeline. I think just because we've talked about it, and I believe it's part of CCIP, and just with the uniqueness of it being next to the natural area, I just think the kind of environmental situation over there.

And I would just like to see soft gold moved up in the timeline. Unless there's, is there like a reason we have landings scheduled first?

Yeah, I think we're just a little bit further ahead in the work on landings and on rolling more. And so this is probably just a cash flowing issue around getting those two parks done before we're ready for soft gold. So I don't know, David, if you've got more to add about that. I would say that's certainly feedback we can take back and reconfigure. And we may, as we go forward, we may get more options around the timing, too.

MR. Yeah, with landings specifically, there is a partnership in terms of approved funding through a BFO offer that was for water saving and water conservation and a redesign of the irrigation system. So leveraging those funds that were approved several years ago and trying to implement that with cash flows, as Dean mentioned, overall in terms of a budget

priority made that a logical choice. MS. Okay, that's helpful. Yeah.

I understand but also want soft gold moved up but I'm just one of some and it's my district and then I was curious you know when I first got elected city park we went through that whole refresh process and I think it was like 12 million I mean I want to say 12 million but I don't remember if that's and then it kind of just went away and we and then we also talked about changing one of the streets into a pedestrian street and so we've had all these kind of plans that we haven't executed so it's quite a costly update to city park so how are we factoring that into like a type is it just do we have any ideas about what's going to happen with city park and

because that hasn't been discussed for six years now yeah so um yeah thanks for that question uh the city park uh update master plan uh does think about some safety and circulation issues there that are still exist and still need to be fixed um you know that project really was done without any idea about how we might fund it so now we've got a way and then this what we're talking about tonight helps us think about how we might slot it in from a priority so it is in that highest priority and I think David mentioned this too I think on all of the big community parks here it's unlikely that we would take on an entire community park comprehensively just because that would be multiple years of all the funding so city park of course we did do the restroom project there it has some upgrades and i think you'll see other pieces of that get slotted in in this probably in this first decade uh kind of process so that plan can be broke up and you're right there uh the playground there of course is a uh need a need an update and uh this generally the circulation the way it

operates are both on the list maybe a trackless train right anyways all right any other comments or questions. Okay, thank you so much for all of your work on this. Thanks, y'all. We appreciate it. All right, and we will move on to our

last item. All right, we will once again switch out our staff team here.

Thank you.

All right.

All right, we are almost ready to go here. So we'll give Ginny a second to settle in. But again, as we pull this together, you know, I think we spend a lot of time with council talking about council priorities and the progress on those priorities. But it was really great to step back and look at a broader perspective of the many things that you all have supported, been involved with, or focused on just in the broader city organization over the last couple of years. So we're looking forward to sharing some of those highlights and then having further dialogue with you all. So I think I am going to turn it over to Tyler, our deputy city manager, to get us started.

Thanks, Kelly. Good evening, council. So Jenny and I are honored to be representing what is a lot of staff work across all these priorities. So we get the privilege of sort of having this fun moment where we run. So we get the privilege of sort of having this fun moment where we run through a lot of things in ! a fairly short period of time. ! So our intent is not to be exhaustive. ! So if we miss something, we'd actually love to hear from you about what stands out to you. ! That's actually our question for you at the end of this is what reflections do you have? ! Or what other accomplishments would you like to highlight? And I'll also just note that council receives a written update on your priorities, as you all know, on a quarterly basis, but that will naturally prevent us from trying to be redundant. So we're going to try and highlight a number of different things.

This was the night you all were seated as this council with plants that are no longer in front of the dais. And then we wanted to start actually with some interesting stats, right? So over the course of a couple of years, a lot happens. If you include tonight's meeting and next week's meeting, you'll actually be at 100 meetings. So I think this is to date. I don't think this includes the meetings yet to come.

So you'll have 100 meetings as a council, not to mention committees and all your other numerous obligations that you do serving the city.

And then I just want to note on public comment, we shifted with this council to an online sign-up. We would not have this stat if it wasn't for that. I mean, we could have asked the city clerk's office to maybe do a manual count. But this was easy because of some of that shift. And then you see some of the work that you've done, which is not inconsequential.

And now I'm going to introduce Ginny Sawyer, who's our lead project manager. I know. Thank you. So if we go back to the beginning, right, of council priority setting, this was a newer process where we were really trying to focus on what is some of the existing work that's already happening that we want to focus on and advance and accelerate through this priority work. And so these are the priorities that came up. And again, doing this process really just is continual progress, right? Again, we don't hit a finish line on these things. This is work that does not stop with the end of this council. It has really been foundational going forward in maintaining what we're doing. So we're going to run through some of these priorities. And again, you've gotten updates along the way. But I would say here, one other piece of working priorities in this way, and we heard this from council at the beginning, was to really be more intentional about working cross-departmentally. And I think we've seen that across the board in so many of these areas, and this one included. And I say that when I look at the first element up here, which is really looking at development review. so in this area i would say obviously we had some help from the state in a lot of areas to increase housing and we've been delivering on those and then recognizing that it is not just you know jacobs group and our housing team that has this responsibility it is across the board whether that's utilities or development review and the focus and work and improvements that have been happening there to really make this more streamlined as we go forward i did ask today and from january 2024 to september 2025 we've added 224 new housing units in the community so again is it enough maybe not but a progress as we go which is great

when we look at our vulnerable populations um things that really happened in here our uptick with our GetFOCO app and helping folks in this space continues to advance and get good kudos. One thing that is not on here that I want to call out that is important, we no longer have any oil and gas activity in the city of Fort Collins, and that is no small task. That was through a lot of work with the state, with the county, and through our air quality group in working forward on that. And so I would be remiss if I didn't call out that accomplishment

as we go. So we'll shift now to the economic health priorities. You have two in here. The first being this pursuing an integrated intentional approach to economic health. Ginny mentioned that this council did a lot of foundational work. I think in this space, it's hard to not think about the economic health strategic plan and the shift that this council signal and sort of how we want to approach this work moving forward because that again is work that we're focused on and continuing to advance in addition to what you see listed up here and in addition to the ongoing support of small and medium businesses we've been able to stand up some pretty neat stuff over the last two years in response to the emphasis you all placed here one of those is a cross-functional rapid response team we all know that occasionally through whether they be inspections or other hardships or things that come up in our regulatory role as a city, businesses get put in a pinch. And so we have stood up a team to sort of address these issues in quick fashion to see if we can come to some degree of resolution that can avoid a business being shut down, which is something that, again, while sometimes necessary, our past that we try to avoid through achieving compliance. And the other, there is also a lot of under the radar work that goes on, in part because of the way that some of our large companies have to conduct business with non-disclosure agreements and whatnot. But I just want to highlight that our economic health team in partnership with other groups was able to recently complete a project that involves a $55 million capital expansion at one of our local employers and that preserved 250 primary jobs. So that's just indicative of the work that's ongoing. And then that last thing on there around the enterprise zone support, we also just received approval from the state that we had asked for a change in our enterprise zone in terms of the geography that's covered to unlock additional sites in the city where we hope to see future investment. And so the next council may hear some conversations on that as well.

The other priority that's bucketed under economic health is advancing a 15-minute city by igniting neighborhood centers.

Again, I don't want to harp on this because I know that foundational work does not necessarily equal outcomes.

But once again, I think it's impossible to talk about this without looking at the foundational work,

the land use code updates, which you all just finished in terms of that was at one point phase two, but really focused on those commercial corridors and those neighborhood centers. So while I think over time we expect to see additional housing choice and additional housing units like we've all talked about, there were also really important changes there that are going to allow businesses to more easily expand or do change of use types. And I know I think many of you and many of us were excited about that.

The other thing that this priority did was allow us to do these place-based assessments. for the neighborhood centers. And I think this is work that's going to continue to really catch fire, if you will, and provide a lot of opportunities. One of the key learnings and takeaways that I think we found, though, is that while there are some broad-based solutions we can do to help our retail centers citywide, this is going to require a geographically focused effort where each center may need something different to get the results that we want out of that. And so that's work that we're excited to continue with future council.

I think that's a good segue in our 15-minute city place action here. Through a lot of assessment throughout the community, right, we really learned that we need to be more targeted in areas. Different parts of our city have different 15-minute city metrics.

Some are closer, some are further away. And so, in fact, staff has created an internal walk and bike tool to help score these impacts, which will also help us create better metrics going forward so we can look at where we are now and look at how those scores may improve over time.

during this time through the refinements of the transportation capital improvement program

our active modes plan and a lot of our efforts we are really seeing the full integration of not only full streets but the connectivity that we're looking for throughout it is really embedded we don't have to remind departments as we go out and do infrastructure projects to be considering these things. Everyone is really focused around the goal of what we're trying to achieve,

not just for residents physically, safety and accessibility and getting there, but also for our environmental goals of less greenhouse gas and fewer cars and all of those things coming

together in this priority. I think a quick turn back to me now for the environmental health priorities. There's three of these. The first around accelerating zero waste infrastructure and policies. Hard to not spend most of the time here talking about single hauler and the contracted residential waste services, right? Like this was certainly, it probably, in my view, and that represents the most visible shift in city services in recent memory. But it also, So some real key policy things like opting in yard waste composting, which is the biggest lever that we had in the toolbox from an organics diversion standpoint was opting that in. And we've seen double-digit percentage increases in terms of that diversion. So that's a big deal. And I was surprised to learn in prepping for this that we've also seen a 24% increase in residential recycling diversion, perhaps due to the weekly pickup, right? And so that's got the residential diversion rate all the way up to 35%. And so good news items there. Council, through your initiative and prerogative, we have additional funding for food scraps composting now in the CCIP plan. So looking forward to working in advancing that. And then we do continue to collaborate with the county on some other large-scale regional infrastructure, such as a construction and demolition waste sorting facility.

then we move on to reducing climate pollution and emphasizing electrification a lot of work here as well including conversation last week but i would just note a few things right that you all continue to set high standards for new construction and we have been leaders in this through securing grant funding. We continue to have robust incentives for efficiency. That work will continue and other electrification efforts that will accelerate as we partner with Platte River Power Authority to expand and launch the virtual power plant, which we know is an important goal to enable us to retire coal resources, which will do a lot both for local air quality, but also for both the region and state's climate goals. And then we continue to lead by example as a municipal organization too, and council's support on this has been critical. When you think about electrifying our fleet, again, we've been successful in grant funding, even in recent months, securing reduced emission vehicle as we continue to replace our aging bus fleet. So that's that one. And then lastly, we have something on water systems, which to protect community water systems and ensure our healthy watershed. So while we've continued to advance, you know, critical work in terms of like the city's water storage plans, this council adopted new water supply requirements, which seems like a long time ago, but that was a big deal and has had, you know, is helping our water go further through those updated allotments. We've also had a lot of regional and state and even national notoriety for success in terms of protecting the Michigan ditch in terms of wildfire resiliency. This remains a popular grant funding and congressionally directed spending funding. Our partners want to help us with our watershed, and this is a multi-agency approach because we all know what happens in the hills to our west does impact our water quality down here. And then the other thing I think worth noting in this priority is council's emphasis on stream rehab, specifically through your budget and budget ask this year and next year we'll do the largest stream rehab project that we've ever done in terms of fossil creek all the way from LeMay to Trilby and so that represents continued investment and again continued focus on those community watersheds if anyone

missed it we talked about the Hughes property a little bit but this is

actually really exciting and so while we don't have a developed site master plan we now have very clear direction on what is going to be included in that site master plan and this was

done in again i know everyone here is aware but utilizing the civic assembly process and our balloting ballot and election process has really just engaged a lot of people and i think given us really great clarity and direction going forward so this coupled with our ccip and some some dollars in there i think we're i'm excited in 50 years to see where we're at here so um good completion on that one when we think about making government more accessible approachable and fun this took

This took a few different lanes, I would say, in the accessibility. Obviously, we have worked hard on auditing and updating and, you know, working our PDFs. I should mention right here that tomorrow is the launch of our new website. That has been a very heavy lift for folks in the organization.

I'll get the numbers wrong, but we're going from thousands of pages to hundreds of pages.

And so... thousands of pages to hundreds of pages and so hopefully that experience will be good for our residents ! Again, we've talked about some digital debt that we are catching up on ! And a number of technology projects going forward, which again, I think will really be good for our residents and

! And we've talked about some digital debt that customer experience. ! And we've also had some fun. ! We've worked in our social media space. We had a lot of outreach. Council, you yourselves did a lot of

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attending of events and being out in the public and hopefully achieving that goal of giving our residents easy access and comfortable access to government and learning.

And then thank you to council for really driving some of this charter work. This is obviously work that can easily get pushed aside when things get busy, and yet it is very important. And so I know the Election Code Committee spent a ton of time on this. And to get six of those measures on the ballot and have five of them pass is great. And I know the clerks appreciate it because we really, again, tried to streamline those things with a customer-focused mindset to make things clear and easy in that space. So you can see this continuing. And we did a lot of other things, too.

And I do want to take a moment. I realize I kind of breezed through on the earlier piece, the work that we did in the mobile home park space.

And I wanted to make sure I mentioned that those code changes are coming in February. So, again, we will continue in that space and working forward on that.

A lot of plans adopted. Urban Forest Strategic Plan, Trails Plan, Natural Area Strategic Framework.

these noise related ordinance i think a week ago you got a memo from police services on the number of people contacted in that space

and even our cameras and slowing down i have the stat here of i don't want to the end of the year but we are having far fewer vehicle

fatalities this year which is very exciting is it right here

yeah to date 10 crash call outs um again i don't want to jinx us low numbers on fatalities right now what was last year we typically average 815 since 2016 and so yeah being at 10 and only four

deaths so again um it's a big body of work that happens before we exit the

highlights and talk just briefly about a couple operational things. We thought a special shout out was worthy of the Urban Renewal Authority. We know that this council doesn't do that by themselves and you have other board members, but the work there, especially as the North College Plan area approaches its final few years, there's been a lot of focus there and is going to result in some both visible and productive changes for North College. So just thought that was worth calling out as well. Obviously, the city operations kept rolling too, and capital projects are always a highlight. I think it's important to note on capital projects that while these are some of the highlights, most of which were completed, every council is doing work in terms of planning for, budgeting for, I look at college and trilby on this list and think of how many years and different like piecemealing funding approaches it took to finally get that under construction. and a couple of you were at the groundbreaking ceremony, I think just last week for the power trail crossing at Harmony. So capital projects are in different phases, but we this year alone had over $100 million in capital budgeted and with the Southeast Community Center next year, we'll likely exceed that in 2026 as well. So plenty of additional work going on in that vein. We also did a lot of celebrating. I looked at the slide. I was like I should have put them in order gardens at 20 arts at 30 farm at 40 transport 50th

Some some big big milestones and as I put this slide together. We had a big celebration for the connection

20,000th customer we're already over 25,000 so that number just continues to climb

And as Tyler said lots of plans put in place previous where I think I said this two years ago, right?

Some council members get to cut the ribbon, others get to turn the first shovel of dirt, and others get to do the budget for it.

So it's nice to see that continuity from an idea to planning to implementation all the way through.

this is i feel like um in the last two years we have really upped our game in again our cultural celebrations and our community celebrations i mean we continue

our traditions such as neighborhood night out um but but we're getting more creative with our

with our open streets eco fest uh the foco pop concerts were huge um just a lot of these things

happening on a regular basis.

If we, you know, it's one thing to count Tuesday nights, that's pretty easy. It's hard to count the time you all spent out in the community

helping our residents celebrate different milestones or events and educational activities.

And we'll wrap up just with a slide that highlights the daily work. You all know the city's a 365-day-a-year operation. and just on behalf of all of our city colleagues, right, like what Ginny and I want to express is a thank you. This council has been so supportive of staff and it, in partnership, and just that goes noticed as we're focusing on priorities and every other thing. We know that the delivery of those core operations matters to you all as well. And so we also know that, you know, 18 minutes is a short period of time to cover two years of work. And so hopefully we did that justice, but we would love to hear from you all as we sit here at the end of this term and know what reflections you all have and other accomplishments you may want to share.

Great, thank you. That was a great presentation. Do council members have, yeah, Melanie.

Thank you guys for highlighting this. This was really a nice way to wrap up reading the AIS this go around. I wanted to shout out something that I thought was awesome that wasn't in here. The monster truck April Fool's Day social media post was amazing. So shouting that out. But I just wanted to thank staff.

I think we, as a council, you know, we kind of wrestled through paring down to 11 priorities, but I am hearing that that was helpful to staff, and I'm just so grateful. I know it's thousands of hours to work towards these priorities that we set. So thanks to staff. And then as far as reflections,

I was trying to think what our big accomplishment was as a council, but I think the level of civility that this council has shown throughout the last two years through some really tough issues when our nation and our region are struggling. I think with, you know, being positive problem solvers and collaborative has been pretty exceptional. And I feel really lucky to be a part of a group that can have hard conversations and be respectful and grateful and service oriented. So thank you guys all for that.

Anyone else? Kelly?

Did we make government more fun? That was one of the things. Huh? It was. Okay, so let's see. So a couple things. I'm glad at the end we called out the traffic compliance because this council didn't blink. There's a small, by the way, it's small. So the town overall knows that one of their biggest issues is speeding and the resultant impact on their lives. And we took real steps. I think that's in this two-year period with the little robots and different things and up above and all that. So it's collaborative with the police and management and council. And we just didn't even blink on that one. And that's really, really important. So I'm glad you touched on that at the end. And then also I'm glad you touched on a stream rehab program that's been in place since 2014, but this council institutionalized it both in the capital, stormwater capital plan, and in the budget and the funding because you can talk about it all you want. But until it's in the capital plan and in the budget, it doesn't matter. And people are really going to see in the next decade it's going to be remarkable of the transformation and also health and safety issues related to that. and water quality issues, so that was important. So thanks everybody, I enjoyed working with you too. This isn't the final comments, but on the work plan, I think we did really well. And there's a few things I'd like to turn out different on here, but that's life, you know? It's a good body of work. It's a solid, solid body of work that I think we should all be proud of. Great, thank you. Anyone else?

Trisha I'll just say thank you to everybody who is part of moving this work forward to the council to staff and to the community I think we've done some incredible things over the last two years I would like to say I hope we see something with Hughes Stadium sooner than 50 years because I don't think any of us will be here to see that but it was really nice to move that piece forward to and see what we can create for this community thank you to everyone

true all right anyone else all right nice way to end our last work session together in the last presentation so thank you for putting that together and

I'll just echo things first staff and council and you're all support as we move through these two years so all right um any council announcements Seeing none, we will adjourn. Good night, Fort Collins.